How do energy conservation behaviors become part of organizational culture? Jeni Cross examines how theories of leadership, organizational transformation, and inter-agency relationships apply to energy conservation efforts within organizations. Using two public school districts as illustrative cases, Cross discusses the leadership behaviors that support new ways of managing energy and the role inter-agency relationships can play in catalyzing and supporting energy conservation efforts. Models of success organizational transformation suggest that several key components must be present for lasting change. She discusses two school districts with distinctly different approaches to energy conservation, one that began in facilities and operations and later expanded into schools, versus another that began in schools and later expanded into facilities and operations. Using these two cases, Cross delves into the implications for theories of organizational change and how they might apply to other types of organizations.
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